Web3 Executive Recruitment Trends: Key Positions Analysis from Sr. Manager to Country Leader

Wednesday Afternoon Observations: Structural Shifts in the Web3 Executive Talent Market

Frankly speaking, I just concluded a Zoom call with a Berlin-based Ethereum infrastructure startup seeking a Sr. Manager for Deal Desk - INTL Recruitment. Hmm... Speaking of which, the potted plant in my virtual meeting backdrop reminded me of a conversation I overheard at a Starbucks in San Francisco last week—two Senior Director-level candidates discussing the stock option structure for Product Management roles. You see, the Web3 executive recruitment market is undergoing subtle yet profound changes.

By the way, it suddenly started raining outside. This kind of weather is particularly conducive to data analysis—according to MyJob.one's Q2 statistics, demand for Actions Runners and Compute Services recruitment has grown by 170% year-over-year, while the median base salary for Alliances Director recruitment has reached $215k. I suddenly realized this is like the Layer 2 TPS improvement—surface-level numbers mask architectural innovation.

The 'Impossible Triangle' of Core Executive Roles: Skills, Culture, and Web3 Literacy

At a blockchain summit in Tokyo, a HRVP from Singapore drew an analogy with coffee: finding a Corporate Sales Representative recruitment is like brewing a perfect pour-over—requiring precise balance of three variables. For Web3 executive positions, this triangle consists of:

1. Traditional domain expertise (e.g., GTM experience with SaaS products)
2. Blockchain technology comprehension (able to differentiate between ZK-Rollup and Optimistic Rollup)
3. Decentralized organization adaptability (managing a 50-person remote team in DAO environments)

Actually... last week's Country Leader recruitment case was quite typical. Candidate A had experience as a traditional tech company country manager but knew nothing about tokenomics; Candidate B was an early crypto adopter (OG) but lacked P&L management skills. Ultimately, the client chose Candidate C—who previously managed regional operations at Binance before pursuing an EMBA at INSEAD.

The Paradigm Shift in Compensation Structures: From Cash to Token Curves

While organizing a StarkNet ecosystem project's Customer Success Architect recruitment needs in Dubai, I found their compensation package particularly interesting: 60% stablecoins + 30% project tokens + 10% NFT options. This reminded me of the scene I witnessed last year in Lisbon—five competing companies vying for the same Senior Director with diverse token-based compensation packages.

According to MyJob.one's compensation report, current Web3 executive roles show three distinct trends:

• Cash proportion rising: Companies post-Series B increasingly allocate 40-50% base salary
• Tokens with extended vesting: Vesting periods shift from traditional 4-year schedules to 2-year cliffs + 3-year linear release
• Innovative incentive tools emerging: Such as NFT achievement badges redeemable for physical benefits

Hmm... Speaking of which, this resembles Celestia's modular design—compensation packages are undergoing decoupling and restructuring.

The Undercurrent of Geographical Distribution: Special Phenomena in Singapore and Dubai

At 4 AM processing emails, I noticed a pattern: over the past three months, MyJob.one's Country Leader recruitment requests concentrated in two cities accounting for 67%. This isn't coincidental—Singapore is becoming the hub for Web3 compliance talent, while Dubai is attracting pioneers for the Middle Eastern/North African markets.

Examining the differences between these two markets:

By the way, this geographical divergence reminds me of the technical roadmap choices between Ethereum and Solana—no absolute superiority, only scenario-specific optimization.

From Execution to Strategy: The Capability Evolution Map of Web3 Executives

Last week, while meeting with a candidate who recently advanced to Sr. Manager, she shared an interesting perspective: Web3 managers are transitioning from "functional specialists" to "ecosystem architects." This is evident in the evolving job descriptions on MyJob.one—increasingly, Product Management roles require designing tokenomics rather than merely writing PRDs.

Specifically, examining the weight shifts across five key capabilities:

1. Talent density management (remote + asynchronous collaboration environments)85%
2. Crypto-native communication (explaining complex proposals using memes)120%
3. Regulatory foresight (anticipating global regulatory shifts)200%
4. Treasury management skills (managing multi-chain asset portfolios)New
5. Crisis leadership experience (handled at least one DeFi hack incident)300%

The Last Mile Problem: Why Quality Executive Matching Remains Challenging?

Frankly speaking, yesterday a client asked: "Your platform has over 3,000 active candidates for Actions Runners and Compute Services recruitment, yet we interviewed 20 people without finding a perfect match. Why?" This question made me reflect for a long time on the subway—much like the finality time in Layer 2 transactions, talent matching presents its own "last mile" challenge.

Based on our case analyses, the primary bottlenecks fall into three categories:

• Information asymmetry intensifies: Candidates often underestimate the management complexity of emerging fields (e.g., ZK-Rollup infrastructure)
• Evaluation standards remain ambiguous: Traditional MBA case analysis methods frequently fail in rapidly evolving Web3 scenarios
• Cultural matching becomes exponentially more difficult: Requires alignment across company culture, Web3 values, and regional characteristics simultaneously